Merchants / Goose & Gander

Goose & Gander: From Brightpearl to Fulfil ERP - How a UK Shopify Brand Opened 5 Stores and Grew Sales 82%

Key Results

82%

Sales growth

Year over year, in August

5

Retail stores opened

With daily internal replenishment

200,000+

Annual order volume

Projected in the next 12 months

Products Used

It was like comparing Magento to Shopify. My system was almost like a Magento of e-commerce and Fulfil was the Shopify. It just fit better with what we were doing.

Olly White

Director & Co-Founder, Goose & Gander

Goose & Gander

Overview

Goose & Gander is a UK-based unisex clothing brand founded in 2013 in the South West of England. They design, decorate, and ship in-house from their UK HQ, and they have been on Shopify since the beginning, before Shopify was the default for DTC.

For years the stack that got them there was Shopify into Brightpearl, later bolted onto PeopleVox as their warehouse management system, with a paid third-party API sitting in the middle. As a standalone pair, Olly says those tools were fine. The problem was the brand would not stand still.

The brand's ambitions were outrunning that stack. Retail stores were on the horizon, festivals and events needed to work as real selling locations, and order volumes were climbing fast. On Brightpearl, every one of those moves was a change request or a paid API project, and adding a location took longer than opening the shop itself. That stack could not keep up.

So Goose & Gander moved to Fulfil, an ERP built for Shopify brands that moves at their pace. On Fulfil they opened five retail stores with daily replenishment from warehouse to shop floor, ran festivals and events as real stock locations, and in 2026 pushed August sales 82% above the prior year, all with on-site warehouse go-lives, native order editing, and enough headroom that Olly still feels they have barely touched the surface.

See related: Wild, another UK brand that left Brightpearl for Fulfil

The Challenge: When Brightpearl Started Dictating How the Brand Operated

Festival stock that Brightpearl could not treat as a real location

Goose & Gander's growth was not only online. They take product to festivals and events, sell there, and bring stock home. That sounds basic. On Brightpearl, wired through PeopleVox and a third-party API, it was a project.

Olly explained what they wanted: "If I have stock in a warehouse, we would go and do an event somewhere, like a festival. We really wanted our system to recognize that we're taking this product to an event, differentiate between the warehouse and the event, maintain visibility on all the costs and products, transfer that stock, sell seamlessly at the event, and receive it back. As basic as that."

Instead they were often selling blind at the event, then burning admin time to reconcile transfers. When they wanted five festivals at once, every new location meant change control on the API. Simple ops changes became system projects.

"The system restrictions started to dictate how we operate. I didn't like that. I felt what I was asking for was fairly basic."

See related: Managing multi-warehouse operations

Order editing that cost thousands of pounds per feature

Customers could edit orders after checkout, change an address, add a product. The Shopify app was fine. Getting that change into the warehouse system was not.

"That was actually the first reason why we needed to use this API third party. To just enable adding a product onto a customer order, I had to go through a whole project and spend thousands of pounds. Within that functionality, it would probably be a similar cost to add five more bits of functionality you might need later."

Each follow-on change was another project and another bill, and the lead times never matched the speed Goose & Gander were moving at. By the time a requested change was scoped, quoted, and built, the brand had already moved on to the next thing.

See related: Order Management for eCommerce and Retail

Opening a store faster than adding a location in Brightpearl

The breaking point for a UK retail expansion plan was absurd on its face.

"When we started to consider launching and opening stores, you're telling me that adding a location onto my system so we can sell stock from that location takes longer than opening a shop, and requires as much intervention as opening the store does. That's not right."

Finding a lease, hiring a team, and getting stock on the floor should not outrun a software location. On Brightpearl plus PeopleVox, it did.

See related: Expanding into retail partners and new locations

The Decision: Why Goose & Gander Left Brightpearl for Fulfil

On the ground in the warehouse, not a ticket queue

Fulfil had been on Olly's radar for years. The moment that tipped him was a LinkedIn photo: Fulfil employees on a packing station at a merchant go-live.

"I saw a picture of a couple of people at a packing station and they tagged Fulfil and said, great to have Fulfil down in the warehouse while we go live. I looked at that and thought, what? Those guys are on the ground with them. That's something I hadn't experienced. When we went live on previous systems, no one came down to help us."

For a UK brand evaluating a US ERP, that mattered. Site visits were on the table, and the implementation team came twice: weeks before launch, and during launch.

"We're a UK English brand. One of the hesitations was you guys are over in the USA. But when you're changing your ERP, cost isn't the most important thing, because if it goes wrong, it's far more expensive than paying for travel."

— Olly White, Director & Co-Founder

"Site visits weren't even an option previously. When Fulfil came down, you feel a lot more comfortable because they've seen the place, they understand the business, and you've met the people you're working with remotely."

See related: Why we visit merchants onsite

Magento vs Shopify, for the ERP layer

Olly's comparison is one plenty of UK Shopify operators will recognize.

"I looked into the functionality and it was like comparing Magento to Shopify. My system was almost like a Magento of e-commerce and you guys were the Shopify. It just fit better with what we were doing. The ability to route orders. You kind of had everything at your fingertips. It was built for a fast-moving company on the forefront of developing their product."

Brightpearl had been mastered. Every new ask was a change request. Fulfil still had room to grow into.

"We haven't touched the surface of what Fulfil could offer us. That's how I want to feel. I'd mastered the old system. There was nothing else for me to do there. Any little bit of change I wanted to do, it was completing a change request and spending thousands of pounds."

Control for the operator, the same reason they picked Shopify in 2013

Goose & Gander joined Shopify when it was still a private company and not the obvious UK choice. Shopify felt right because it gave the user control. Olly sees the same pattern in Fulfil.

"Similar to what Fulfil does, it kind of gives the user control."

See related: Fulfil x Shopify ERP integration

The Implementation: The Smoothest Warehouse Launch Fulfil Had Seen

Goose & Gander went live late at night on purpose. If something broke, it would break overnight. By morning, the warehouse was already picking and shipping. The Fulfil team arrived to a calm floor.

"It was almost anticlimactic. It was pretty calm. It wasn't this big crazy, my god, gone live. It was very much matter of fact, controlled. That's kind of what you want a system launch to be like. The guys actually said our warehouse launch was the smoothest they've ever seen."

Olly's rule for other UK brands: the harder you work before launch, the smoother launch will be. Having Fulfil on site before and during go-live built that confidence.

After launch, senior Fulfil leaders visited London, the shop, and HQ. Olly used those sessions for more than tickets: company culture, retreats, hiring, and what successful DTC operators have in common.

"One of the things the Fulfil leaders picked up on is the businesses where the senior leadership team are really involved and engaged seem to be doing really well. They're still really hands-on and obsessed about parts of the business. They're not in their ivory tower."

How Goose & Gander Runs Fulfil: Five Stores, One Floor, Peak August

From one outbound channel to five stores with daily internal shipments

Before Fulfil, inbound landed in the warehouse and outbound went to the customer. After Fulfil, five stores need daily replenishment based on shop stock, demand, what is available at HQ, and what is inbound from suppliers.

"We went from receiving delivery to our warehouse and then any outbound going to a customer, to literally having five stores which have daily replenishment. We call them internal shipments. Everything we needed existed in Fulfil. We went from one outbound channel basically to five more, instantaneously with Fulfil."

See related: How Mejuri runs omnichannel retail and ship-from-store

Warehouse heat maps and pick-pack that match how the brand sells

Visibility used to live in spreadsheets. Now Goose & Gander heat-maps the warehouse: which SKUs sit in which bins, where bestsellers live, what should be condensed, where to move product. The interface is built the way they want to see it, linked to Fulfil through AI.

"Visibility on our warehouse, Fulfil has unlocked that for us, which now means we can be smarter with our space."

That space mattered in August. Historically, peak November and December needed both warehouse floors. This August they hit similar revenue on one floor, across six sales channels, with stock in the right place at the right time.

"The complexity to what we've just done with Fulfil versus strictly online orders from two floors is through the roof. And it actually felt smoother. Pick-pack ship is much more organized now because of the way Fulfil supports us in understanding what's the best way to pick and to ship."

See related: Warehouse management

Partners who notice a slow label printer

The partnership shows up in small places. During a warehouse visit, Fulfil tested internet speed in the shipping room, then diagnosed the real bottleneck: old computers chewing 15 seconds per label.

"They're like, man, you just need to buy a new computer. Your computer sucks. The Wi-Fi is great, but your computer sucks so bad that the Wi-Fi is just butchered. Now we've got a shopping list full of equipment we need to go and buy."

The Impact: 82% August Growth, Five Stores, Path to 200,000 Orders

82% up in August, peak season in a summer month

August was 82% up versus the prior year, at volumes that look like November or December, run off one floor and six channels.

Five retail stores without letting the ERP become the bottleneck

The Brightpearl-era fear was that adding a system location would take longer than opening a shop. With Fulfil, five stores with daily internal shipments became something the team could configure and own, not a paid API project per change.

Headed above 200,000 orders in the next 12 months

"In the next twelve months, we'll be hopefully above the 200,000 order mark, volume for the year."

That volume sits on the same ERP that also runs festival stock, order editing, and retail replenishment, without a third-party API tax on every improvement. It is also the same system the finance team leans on for revenue recognition, purchasing and landed costs, and reporting across every channel.

Room left in the product

The qualitative win Olly keeps coming back to: he has not mastered Fulfil yet. That is the point.

"They've got all this great functionality. We just need to now start leveraging a lot of it."

See related: Fulfil's data warehouse

Looking Forward: Take Systems Seriously Before You Need Them

Olly's advice to other up-and-coming UK and Shopify brands is blunt. They pushed paper for years. Waiting made the next level harder.

"Take it seriously, start early. Especially for up-and-coming small brands, start learning the systems, see what's out there and take it seriously, because it's difficult to get to the next level without a good system."

Goose & Gander is past that gate. Five stores, festival locations, AI warehouse views, and an August that behaved like peak, all on Fulfil after Brightpearl stopped being able to keep up.

For other UK Shopify brands still wiring Brightpearl to a separate WMS through paid middleware and third-party consultants, the pattern is the same one Wild hit before them: the legacy stack works until the brand outruns it. Then every simple change becomes a project.

See related: ERP for fashion and apparel brands

Originally published in 2026. Goose & Gander continues to run on Fulfil today.

Watch the story.

See how Goose & Gander runs on Fulfil.

View video transcript

It was almost anticlimactic, really. It was pretty calm. It wasn't this big crazy go-live; it was very matter of fact and controlled. That's kind of what you want a system launch to be like. We started in 2013, and we've always been on Shopify. This year, in 2026, we've accumulated five stores as well. Our first tech stack in this space was Shopify into Brightpearl, and then we bolted on a warehouse management system a few years later, when we changed the way we process orders. We wanted our systems to mirror where the brand was going and what we needed to do from a stock and operations point of view, so we had to get a third-party API to customize how our order management system, Brightpearl, spoke to our warehouse management system, PeopleVox. That's when we first spoke to Fulfil. As a fast-moving brand, you need something that can move with the times, and we kept wanting to push the boundaries on what we were doing, at the pace we wanted to do it. That tech stack just wasn't for us anymore. We'd go and do an event somewhere, like a festival, and we really wanted our system to recognize that we're taking product to an event: to differentiate between the warehouse and the event, maintain visibility on all the costs and products, transfer that stock to the event location, sell seamlessly there, and then receive the stock back into the original location. As basic as that. Instead, we were going to an event and selling blind. We knew what stock we were going with, but at point of sale we'd lose visibility on what we were selling, and it took a huge amount of administration to manage those stock transfers. We got to the point where we wanted to do five festivals at a time, and the change controls we had to do with our API and systems, just to add those locations, were whole projects for such a simple change. What it ends up doing is the system restrictions start to dictate how you operate. I didn't like that. I'll give you another example. You've got an order editing app, which is really great. After customers place their order online, they can change their address or add products, and obviously that needs to be updated in your warehouse management system. That was actually the first reason we needed the third-party API, just to enable adding a product onto a customer order. I had to go through a whole project and spend thousands of pounds just for that bit of functionality. And within that, it would probably be a similar cost to add another five bits of functionality you might need in the future. So you're there thinking, should we get the guys managing the API to do just that one bit, or five at a time? But you're running out of time, you need it done, so you get one done, and then if you want another four, you're going to spend an extra five thousand pounds per change, because it's a whole project again. Financially, and even the length of time to implement it, it just didn't fit. It didn't make sense, it didn't feel right. I go by my gut, and it just stopped feeling right for the brand we were. When we started to consider opening stores, that whole journey of getting the doors open, from finding a location, signing a lease, getting stock there, and building a team, you're telling me that adding a location onto my system so we can sell stock from it takes longer than opening a shop, and requires as much intervention as opening the store does. That's not right. It didn't seem right. Fulfil had been on my radar for a number of years, so I was familiar with the company. I went on LinkedIn and saw a brand post a picture of a couple of people at a packing station, and they tagged Fulfil and said, great to have Fulfil down in the warehouse while we go live. I looked at that and thought, those guys are on the ground with them. That's something I hadn't experienced. When we went live on other systems, no one came down to help us. So I clicked through to Fulfil and looked into the functionality. My system was almost like a Magento of e-commerce, and Fulfil was the Shopify. It just fitted better with what we were doing. The ability to route orders, everything at your fingertips. It was built by a fast-moving company on the forefront of developing their product. That resonated with what we were trying to do. We were fast-moving, making lots of good changes. I feel like I'd mastered the old system; there was nothing else for me to do there, and any little change I wanted to make was a change request. Whereas with Fulfil, we're probably barely touching the surface of what it could offer us. As a UK brand, one of the hesitations was that you guys are over in the USA. But when you're changing your ERP, cost isn't the most important thing, because if it goes wrong, it's far more expensive than paying for travel or accommodation for someone to come down. With the migration team coming down, it was great to have that option, and it wasn't even an option previously. When they came down, you feel a lot more comfortable, because they've seen the place and understand the business far more. You've also met the person you're working with remotely, so you build a real relationship when they're on the ground. We had the Fulfil guys down twice. The guys actually said our warehouse launch was the smoothest they've ever seen, which was cool to hear. We went live late at night, because if anything was going to break, we wanted it to break overnight. By the time they got in the next morning, our guys were already picking and shipping orders, so they were really happy with the launch. Since then, we've met a few times with the senior team from Fulfil. They've invited us to London and come down to our shop and HQ. I've used those opportunities to learn about business, not just the system: their experience building a company, advice on managing people, all sorts. To be in the same room as some of the senior leaders in Fulfil and the founder was really cool for us. We went from receiving delivery to our warehouse and any outbound going to a customer, to having five stores with daily replenishment. We call them internal shipments: understanding what each store needs based on their shop stock, the demand they've received, what's available at our warehouse, and what's coming from our suppliers. That whole piece just didn't exist before, and everything we needed existed in Fulfil. We can heat-map our warehouse to understand which SKUs are in which bins and color-code where products are sitting. Have we got SKUs spread out over the warehouse? Where's the best-selling SKU? Which SKUs do we need to condense into the same bin, and where should we move them? It's not a spreadsheet; we have that interface built visually through AI that's linked to Fulfil, exactly how we want to see it. Anything we want to see from a data point of view, we can build into an interface. Fulfil has unlocked visibility on our warehouse, which means we can be smarter with our space. We had a really good August, and the sales we achieved were similar to a November or December, which is our normal peak. We'd normally have stock across both floors, but we achieved similar revenue in August on stock from one floor, across five or six sales channels. The complexity of what we've just done with Fulfil, versus strictly online orders from two floors, is through the roof, and it actually felt smoother. Those sales are happening across six channels, we have to get stock to the right place at the right time, and we're working off one warehouse floor. It's been pretty efficient, and pick-pack ship is much more organized now because of the way Fulfil supports us in understanding the best way to pick and ship. Here's a funny thing you won't get from anyone else. When the Fulfil team were in our warehouse, they tested the internet speed in our shipping room and asked why printing a label was taking longer than it should. They said, you just need to buy a new computer; the Wi-Fi is great, but your computer is so bad that the Wi-Fi is butchered. So now we've got a shopping list of equipment to buy, because we'd probably cheaped out on the equipment at some point. If I'd adopted a system earlier it would have helped; we were pushing paper for many years. So my advice, especially for up-and-coming small brands, is to start learning the systems, see what's out there, and take it seriously, because it's difficult to get to the next level without a good system.

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